https://reflections.talkingaboutorganizations.com/enEducationTom Galvinhttps://d3wo5wojvuv7l.cloudfront.net/t_rss_itunes_square_1400/images.spreaker.com/original/ce187ea7c7fe2310eec4dbc72a60ab56.jpghttps://reflections.talkingaboutorganizations.com/Mon, 21 Oct 2024 06:19:19 +0000Tom GalvinTom Galvinnetwork@talkingaboutorganizations.comReflections on Management blends theory with practical insight of Dr. Tom Galvin - a career military officer turned scholar-practitioner - to offer a series of in-depth reflections on how key management ideas play out in practice.cleanepisodichttps://www.spreaker.com/episode/s7e10-owning-and-appraising-knowledge-knowledge-management-conclusion--51959695https://api.spreaker.com/episode/51959695Tue, 20 Dec 2022 06:00:02 +0000Tom GalvinIn this episode, I address a couple of critical points that drive what information is retained and what is withheld -- Who owns the information and who determines its value? And do our methods of establishing ownership and appraising knowledge make sense?1211knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e09-process-models-and-other-oversimplifications-knowledge-management-part-9--51756300https://api.spreaker.com/episode/51756300Tue, 22 Nov 2022 06:00:02 +0000Tom GalvinIn this episode, I present the process-based meta-narrative that addresses organizational actions. Going beyond the simple models of flowcharts or sequences of steps, these metanarratives capture the ranges of possible outcomes and the paths to get there.1161knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e08-the-drama-of-decision-making-knowledge-management-part-8--51334313https://api.spreaker.com/episode/51334313Tue, 25 Oct 2022 04:00:01 +0000Tom GalvinIn this episode, I present the preference-based meta-narrative that helps explain the way that decision makers deal with complexity -- both in terms of developing and selecting alternatives and in terms of the emotions that the decision generates.1143dramaturgical-coding,knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e07-sequencing-activity-into-streams-knowledge-management-part-7--51315448https://api.spreaker.com/episode/51315448Tue, 27 Sep 2022 05:00:02 +0000Tom GalvinIn this episode, I present the stream meta-narrative that helps capture sequences of interdependent processes that naturally flow from some sort of inputs to some sort of outputs. These metanarratives help explain complex decision spaces. I'll also...1059knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e06-stories-of-the-ordinary-experience-knowledge-management-part-6--51041475https://api.spreaker.com/episode/51041475Tue, 30 Aug 2022 05:00:02 +0000Tom GalvinIn this episode, I talk about how I streamline the corporate vocabulary in the previous episode and use it to develop a meta-narrative that summarizes the full set of experiences in the organization by levels of deviation from the norm. Sound...1369archive,experience,knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e05-navigating-the-corporate-vocabulary-knowledge-management-part-5--50829960https://api.spreaker.com/episode/50829960Tue, 23 Aug 2022 05:00:02 +0000Tom GalvinWords matter, and sometimes the terms used in an organizational setting differ from common definitions and therefore create confusion. This is doubly difficult for an outside observer who is trying to understand the organization's behavior. I present...1087knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e04-meta-narratives-of-level-and-utility-knowledge-management-part-4--50490802https://api.spreaker.com/episode/50490802Tue, 26 Jul 2022 05:00:03 +0000Tom GalvinHow does one tell the difference between information meant for beginners versus information meant for experts? The short answer is the level of abstraction. What is meant for beginners tends to be more detailed or more prescribed than what is meant...1401knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e03-organizing-information-through-meta-narrative-knowledge-management-part-3--49971154https://api.spreaker.com/episode/49971154Tue, 28 Jun 2022 05:00:02 +0000Tom GalvinThere's an inherent challenge between the organization's preferred narrative that may drive how it organizes its corporate knowledge and the way individuals sort their component parts. One narrative may not fit all perspectives. What then?949archive,knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e02-transforming-not-sorting-the-information-knowledge-management-part-2--49942872https://api.spreaker.com/episode/49942872Tue, 31 May 2022 05:00:02 +0000Tom GalvinWhen reviewing old archives, it occurred to me that the archive serves as a window into the organization's behavior, but while the products of knowledge are present, much of the meaning behind them get lost. How did I think about rebuilding that...1038archive,knowledge-managementclean7fullhttps://www.spreaker.com/episode/s7e01-fifteen-years-archived-on-dvd-knowledge-management-part-1--49289731https://api.spreaker.com/episode/49289731Tue, 26 Apr 2022 05:00:02 +0000Tom GalvinBusy professionals are so awash with information, much of it irrelevant or uninteresting, that they rarely have time to go back and sort through it all and make sense of it. Instead, all this stuff ends up occupying storage space or sitting somewhere...986knowledge-managementclean7fullhttps://www.spreaker.com/episode/s6e08-ideal-negotiations-through-pragmatism-the-social-contract-part-8--44447038https://api.spreaker.com/episode/44447038Tue, 01 Jun 2021 05:00:06 +0000Tom GalvinIn this final episode of the series, I ask what does 'right' look like in how we solve social problems and re-negotiate the social contract. What must we do once we decide to get people to come to the table? The short answer, as I reveal here, is...1168applied-pragmatism,pragmatism,social-contractcleanfullhttps://www.spreaker.com/episode/s6e07-ideal-engagements-among-collectives-and-individuals-the-social-contract-part-7--44411762https://api.spreaker.com/episode/44411762Tue, 25 May 2021 05:00:03 +0000Tom GalvinI complete the list of principles for re-negotiating the Social Contract and setting the stage for what constitutes the idea conversation for solving a complex social issue. What are principles that suggest the ideal ways that collectives deal with...1143love,representation,respect,self-determination,social-contract,social-responsibility,sovereigntycleanfullhttps://www.spreaker.com/episode/s6e06-the-meaning-of-duty-responsibility-and-loyalty-the-social-contract-part-6--44353307https://api.spreaker.com/episode/44353307Tue, 04 May 2021 05:00:15 +0000Tom GalvinAlong with the ideal collective that acts with justice, equality, and fairness comes the ideal member, one who fulfills the principles of duty, member responsibility, and loyalty -- principles that leaders also must fulfill while setting proper...1070duty,loyalty,responsibility,social-contractcleanfullhttps://www.spreaker.com/episode/s6e05-the-meaning-of-justice-equality-and-fairness-the-social-contract-part-5--44322267https://api.spreaker.com/episode/44322267Tue, 27 Apr 2021 05:00:07 +0000Tom GalvinTo resolve and efficiently and effectively renegotiate the social contract, we've got to find common ground. But we have to first change the way we react to things that we strongly disagree with. That begins with finding a language that sustains our...1193equality,fairness,justice,social-contractcleanfullhttps://www.spreaker.com/episode/s6e04-the-stilting-of-competition-the-social-contract-part-4--43639160https://api.spreaker.com/episode/43639160Tue, 30 Mar 2021 05:00:11 +0000Tom GalvinHow does our assessment of how one "wins" drive us to throwing social competitions, and thus the social contract, out of balance? And even if the social contract is fixed, how can we prevent other forms of injustice from working their way in?1143competition,social-contractcleanfullhttps://www.spreaker.com/episode/s6e03-on-power-and-communication-the-social-contract-part-3--43639153https://api.spreaker.com/episode/43639153Tue, 23 Mar 2021 05:00:18 +0000Tom GalvinThis episode expands on the previous episode to explain the influences of power and communication over the competitive environment. What are the characteristics of the strategies used to shape such competition and what effects do they have on the...1194communication,power,social-contractcleanfullhttps://www.spreaker.com/episode/s6e02-on-systems-and-the-competitive-environment-the-social-contract-part-2--43639131https://api.spreaker.com/episode/43639131Thu, 11 Mar 2021 06:00:10 +0000Tom GalvinOur focus on interpersonal relationships, though valid, is insufficient to overcome the problems in the social contract. We must also look at how we view competition and its role in societies and organizations.1095competition,social-contractcleanfullhttps://www.spreaker.com/episode/s6e01-on-social-contracts-the-social-contract-part-1--43639151https://api.spreaker.com/episode/43639151Tue, 02 Mar 2021 06:00:11 +0000Tom GalvinThis is the first episode in a multi-part series about renegotiating the social contract we globally share to addressing inequality and spur dialogue between parties who present view each other as adversaries.1068cleanfullhttps://www.spreaker.com/episode/s5e09-when-organizations-allow-expert-knowledge-to-just-walk-away--42031246https://api.spreaker.com/episode/42031246Tue, 01 Dec 2020 06:00:17 +0000Tom GalvinTurnover can be a devastating thing to some organizations, the loss of expertise and experience, if not transferred in some way to existing members, can disrupt the organization's ability to perform at the highest level over time. I discuss two types...1199brain-draincleanfullhttps://www.spreaker.com/episode/s5e08-how-mandatory-training-can-feel-less-mandatory--41655018https://api.spreaker.com/episode/41655018Tue, 24 Nov 2020 06:00:02 +0000Tom GalvinMandatory training serves important purposes but can be painful and ineffective in execution. Are there ways to do it better? Here I run down some of the common failings in the development of training materials for mandatory requirements, often...915mandatory,trainingcleanfullhttps://www.spreaker.com/episode/s5e07-responsible-leadership-more-than-being-a-responsible-leader--41331129https://api.spreaker.com/episode/41331129Tue, 03 Nov 2020 06:00:06 +0000Tom GalvinIn this episode, I dive further into the ideas of "responsibilities" of leader. I argue here that a leader's responsibilities are more than accomplishing missions and caring for members -- it is that the organization itself acts responsibly. For a...1094cleanfullhttps://www.spreaker.com/episode/s5e06-when-an-activity-counters-its-original-purpose-a-story-from-a-science-fair--41093452https://api.spreaker.com/episode/41093452Tue, 27 Oct 2020 05:00:02 +0000Tom GalvinTells a vignette about how a wonderfully crafted, innovative display wound up earning a last place trophy for not following the rubric. Rules may be rules, but can they sometimes get in the way of the purpose for the event?1023change,complexity,culturecleanfullhttps://www.spreaker.com/episode/s5e05-why-can-t-we-just-stop-using-macgregor-s-theory-x--40455921https://api.spreaker.com/episode/40455921Tue, 06 Oct 2020 05:00:12 +0000Tom GalvinThis is a follow-on to an episode on Douglas McGregor's Theory X and Y, reflecting two different set of assumptions that managers operate with when running an organization. I recount the theories here and the assertion that Theory Y -- where managers...1091cleanfullhttps://www.spreaker.com/episode/s5e04-if-a-change-effort-fails-was-it-necessarily-a-communication-failure--40348853https://api.spreaker.com/episode/40348853Tue, 29 Sep 2020 05:00:13 +0000Tom GalvinSometimes change efforts success despite poor communication, or great communication doesn't lead to successful change. Why is that? I argue that the communications campaign operates one "phase" ahead of the change effort, so the levels of success in...993cleanfullhttps://www.spreaker.com/episode/s5e03-could-a-new-co-ed-sport-promote-gender-equality--40204739https://api.spreaker.com/episode/40204739Tue, 22 Sep 2020 05:00:13 +0000Tom GalvinI argue that we need new co-ed sports designed to emphasize capabilities that men and women share equally while also being fun to watch. I discuss the origins and social factors that brought about a number of existing team sports, many designed by men...1082coeducation,gender-equality,sportscleanfullhttps://www.spreaker.com/episode/s5e02-is-anti-professionalism-on-the-rise--40009786https://api.spreaker.com/episode/40009786Tue, 01 Sep 2020 05:00:16 +0000Tom GalvinA recent Talking About Organizations episode addressed contemporary challenges facing professions due to expanses of technology, growing distrust toward professional workers in some areas, and media coverage; all of which are challenging the autonomy...1170anti-professionalism,professionalismcleanfullhttps://www.spreaker.com/episode/s5e01-moving-educational-content-from-resident-to-distance-settings-without-doing-10x-the-work--39911284https://api.spreaker.com/episode/39911284Tue, 25 Aug 2020 05:00:18 +0000Tom GalvinThe process of migrating one's teaching from resident to remote has been a popular topic due to the pandemic. But what about the content? If you are using stuff off the shelf, not such a big deal. But if you are the creator of a course designed for a...938cleanfullhttps://www.spreaker.com/episode/s5e00-announcement-changes-to-program-and-website--39911285https://api.spreaker.com/episode/39911285Mon, 17 Aug 2020 05:00:14 +0000Tom GalvinAs this program enters its 5th season, I wanted to announce some upcoming changes to the program and the website to improve your experience228podcastingcleanfullhttps://www.spreaker.com/episode/s4e08-when-an-external-consultant-is-too-close-to-the-leader--25604455https://api.spreaker.com/episode/25604455Tue, 28 Apr 2020 05:00:19 +0000Tom GalvinSometimes, leaders decide to bring in external consultants with whom they have worked with before or they have prior professional relationships with. Sometimes that works out great for the organization -- the consultant knows what the 'boss' wants and...1032cleanfullhttps://www.spreaker.com/episode/s4e07-entering-into-the-middle-of-the-story-inheriting-a-change-effort--24393035https://api.spreaker.com/episode/24393035Tue, 07 Apr 2020 05:00:16 +0000Tom GalvinA common thread I have found in popular change management literature is how to initiate change. Find the problem. Build the sense of urgency. Get things started! This is because change really is hard to start. But the fact is, many of us will not...968cleanfullhttps://www.spreaker.com/episode/s4e06-firing-the-coach-instead-of-the-players-and-other-counternarratives-against-leaders--24012189https://api.spreaker.com/episode/24012189Tue, 31 Mar 2020 05:00:08 +0000Tom GalvinThere’s an old saying that the higher you climb the flagpole (or the corporate ladder) the more your butt shows. It’s a none-too-polite way of saying that being a senior leader or top executive means that you are magnet for criticism. I previously...1055cleanfullhttps://www.spreaker.com/episode/s4e05-is-there-a-difference-between-continuity-and-complacency--23013333https://api.spreaker.com/episode/23013333Tue, 10 Mar 2020 05:00:17 +0000Tom GalvinWe all want to be ‘change agents,’ don’t we? The competitive pressures that many of us feel can cause us to want to make a mark, make a difference, be bold. In contrast, we are warned about the changes going around us – in societies and industries,...919change,complacency,continuitycleanfullhttps://www.spreaker.com/episode/s4e04-are-there-ways-to-assess-effective-collaboration--22569261https://api.spreaker.com/episode/22569261Tue, 03 Mar 2020 06:00:03 +0000Tom GalvinFrom work to education, much of what we do is measured in individual achievement and assessment of individual outcomes. Job performance, grade-point averages, final examinations, so many things are individually based. For some time now, collaboration...1005assessment,collaboration,summativecleanfullhttps://www.spreaker.com/episode/s4e03-when-a-leader-falls-from-grace-should-that-negate-their-positive-contributions--22568676https://api.spreaker.com/episode/22568676Tue, 25 Feb 2020 06:00:04 +0000Tom GalvinMany of us have worked around (occasionally for) leaders who fall from grace, either due to personal misconduct, embarrassing the organization, or something else above and beyond mere poor performance. The leader becomes a pariah. Sometimes that...751bathsheba,reputationcleanfullhttps://www.spreaker.com/episode/s4e02-when-unresolvable-tensions-exist-how-can-leaders-maintain-unity--22387914https://api.spreaker.com/episode/22387914Tue, 04 Feb 2020 02:07:19 +0000Tom GalvinHow often have you been in organizations that placed high value on conceptions of unity? That everyone needed to 'row together' like a crew team or exercise 'unity of effort' like a military organization? And then, how often does it seem like the...1190cleanfullhttps://www.spreaker.com/episode/s4e01-should-change-agents-celebrate-success-and-worry-about-failure--22238799https://api.spreaker.com/episode/22238799Thu, 30 Jan 2020 16:42:25 +0000Tom GalvinThis podcasts's 4th season begins with a closer look at the idea that organizations should celebrate success when undergoing change. While there is utility in sharing good news stories, should change agents go along with the celebration or curb their...881change,commitmentcleanfullhttps://www.spreaker.com/episode/s3e10-communicating-on-the-defense-without-being-defensive--20526672
Communicating on the defense is not being defensive! It is fending off the opposing messages without resorting to a constant game of ‘whack-a-mole,’ reacting to each event individually. This is not a strategy, and the result is frustrating and expensive (e.g., money, time, energy). A strategy recognizes that many of these messages are stemming from a common counternarrative, and thus the strategy amounts to deciding the organization’s main response — to refute it directly, to essentially blow it off or treat as irrelevant, or to acknowledge it and change the organization (on the organization’s terms as much as possible). From this defensive story, it is easy to generate defensive messages as you need them. The challenges are ensuring that you have characterized the counternarrative right in the first place — not always easy.]]>https://api.spreaker.com/episode/20526672Fri, 06 Dec 2019 11:17:58 +0000Tom GalvinIn a previous episode, I talked about counternarratives, which are narratives that refute or alternatively explain dominant narratives. In an organizational sense, counternarratives represent offensive tactics, ways to refute another actor’s...
Communicating on the defense is not being defensive! It is fending off the opposing messages without resorting to a constant game of ‘whack-a-mole,’ reacting to each event individually. This is not a strategy, and the result is frustrating and expensive (e.g., money, time, energy). A strategy recognizes that many of these messages are stemming from a common counternarrative, and thus the strategy amounts to deciding the organization’s main response — to refute it directly, to essentially blow it off or treat as irrelevant, or to acknowledge it and change the organization (on the organization’s terms as much as possible). From this defensive story, it is easy to generate defensive messages as you need them. The challenges are ensuring that you have characterized the counternarrative right in the first place — not always easy.]]>1073communication,defence,defense,leadership,management,organization,strategycleanfullhttps://www.spreaker.com/episode/s3e09-the-plausibility-test-for-measuring-success-and-failure-in-organizational-change--20421074
Earlier in this podcast, I discussed some concepts from my experience in artificial intelligence, and one that is particularly applicable here is abductive reasoning. This is a way of asking if something is the best explanation why something else occurred. Best explanation may mean A caused B, or it may mean that A possibly caused B but there is a possibility it did not.

Over time in my work in organizational change, I developed a test based on abductive reasoning to help cut through the rhetoric of success and failure in change and ask whether or not there it is plausible that the change effort contributed to outcomes seen. In other words, is A the best explanation for B? I call this the plausibility test, and has three components:

Does the change effort explain the effects perceived?
Does the absence of the campaign means that the effects would likely not have been perceived?
No other actor or factor in the environment better explains the effects?

So how can one use this? Listen and find out!]]>https://api.spreaker.com/episode/20421074Mon, 02 Dec 2019 07:51:29 +0000Tom GalvinDid a change effort succeed or fail? Most change efforts never achieve their original goals, but is that really “failure”? Opponents of the effort certainly like to think so, and claims of failure are really easy to make, even in instances where the...
Earlier in this podcast, I discussed some concepts from my experience in artificial intelligence, and one that is particularly applicable here is abductive reasoning. This is a way of asking if something is the best explanation why something else occurred. Best explanation may mean A caused B, or it may mean that A possibly caused B but there is a possibility it did not.

Over time in my work in organizational change, I developed a test based on abductive reasoning to help cut through the rhetoric of success and failure in change and ask whether or not there it is plausible that the change effort contributed to outcomes seen. In other words, is A the best explanation for B? I call this the plausibility test, and has three components:

Does the change effort explain the effects perceived?
Does the absence of the campaign means that the effects would likely not have been perceived?
No other actor or factor in the environment better explains the effects?

So how can one use this? Listen and find out!]]>1043business,change,difference,evaluation,leadership,management,organizationcleanfullhttps://www.spreaker.com/episode/s3e08-on-an-organization-s-commitment-to-its-members-families--20077706
But this is about far more than just money. It would seem too easy to rely on existing constructs whereby an organization’s commitment to its members is based solely on incentives — that is, provide enough benefits to families and the members are more likely to stay. Of course, this assumes that members are committed (a la Meyer and Allen, 1991) through cost-benefit analyses. Also, in high-risk organizations where the members face routine danger, bringing about stress to the families, psychosocial safety plays a role in a member’s willingness to stay. So, what is the conversation that should take place between the organization and its members regarding the care and benefits of the member’s families?]]>https://api.spreaker.com/episode/20077706Sun, 17 Nov 2019 10:46:38 +0000Tom GalvinThe commitment of members to their organization and organizational commitment to its members is an important on-going discussion that I have covered both in this program and in the main Talking About Organizations Podcast. In this episode, I want to...
But this is about far more than just money. It would seem too easy to rely on existing constructs whereby an organization’s commitment to its members is based solely on incentives — that is, provide enough benefits to families and the members are more likely to stay. Of course, this assumes that members are committed (a la Meyer and Allen, 1991) through cost-benefit analyses. Also, in high-risk organizations where the members face routine danger, bringing about stress to the families, psychosocial safety plays a role in a member’s willingness to stay. So, what is the conversation that should take place between the organization and its members regarding the care and benefits of the member’s families?]]>1043barriers,business,care,commitment,families,incentives,leadership,management,organization,responsibility,workplacecleanfullhttps://www.spreaker.com/episode/s3e07-warning-signs-and-why-we-ignore-them-the-case-of-smartphone-overuse--20077692
As I explain in this episode, we have seen this before — those who remember flip-phone technologies and their descendants can probably recall how the promises of convenience would eventually be tempered with unforeseen costs and inconveniences. Moreover, the increasing complexity on how we use and adapt the technologies (witness the incredible diffusion of collaboration apps, for example), and it should no surprise that these devices can become incredibly burdensome — we fell like can’t stop using them even if we wanted to. Can this cycle be broken? Can we step back, stop, and think about what we may be doing to ourselves in the name of convenience?]]>https://api.spreaker.com/episode/20077692Sun, 17 Nov 2019 10:41:58 +0000Tom GalvinWarning! Overusing smartphones can be detrimental to your health! We might hear warnings like this, and perhaps even believe them to be true. Perhaps the claims are supported with solid scientific evidence on things like overdependence and addictive...
As I explain in this episode, we have seen this before — those who remember flip-phone technologies and their descendants can probably recall how the promises of convenience would eventually be tempered with unforeseen costs and inconveniences. Moreover, the increasing complexity on how we use and adapt the technologies (witness the incredible diffusion of collaboration apps, for example), and it should no surprise that these devices can become incredibly burdensome — we fell like can’t stop using them even if we wanted to. Can this cycle be broken? Can we step back, stop, and think about what we may be doing to ourselves in the name of convenience?]]>1030collaboration,dependence,reflections,smartphone,technology,workplacecleanfullhttps://www.spreaker.com/episode/s3e06-can-one-really-plan-culture-change--19834691
The short answer is ‘yes,’ but that is indeed a short answer. The fact is culture change is not something that is often done in an instant. Thus, our desire for certainty and simplicity often leads us down the path of treating culture change instrumentally — like a series of knobs to turn or levers to pull. Such ideas conflict with my own experience, where culture change only succeeds through persistence and the use of different metaphors. In this episode, I present the metaphor of Van de Ven and Poole’s (1995) teleological motor of change and explain why it is a more accurate representation of how culture change actually occurs in practice. It is indeed not a method for the impatient, but it certainly helps avoid unnecessarily frustration and cynicism if used properly.]]>https://api.spreaker.com/episode/19834691Sun, 03 Nov 2019 15:29:11 +0000Tom GalvinChange is complex and difficult, no matter the context. Although sometimes they may be overly simplistic, change management tools are plentiful and can help someone kick-start the process of making change happen. Culture change, however, is doubly...
The short answer is ‘yes,’ but that is indeed a short answer. The fact is culture change is not something that is often done in an instant. Thus, our desire for certainty and simplicity often leads us down the path of treating culture change instrumentally — like a series of knobs to turn or levers to pull. Such ideas conflict with my own experience, where culture change only succeeds through persistence and the use of different metaphors. In this episode, I present the metaphor of Van de Ven and Poole’s (1995) teleological motor of change and explain why it is a more accurate representation of how culture change actually occurs in practice. It is indeed not a method for the impatient, but it certainly helps avoid unnecessarily frustration and cynicism if used properly.]]>1118business,change,culture,leadership,management,organization,resistance,teleologycleanfullhttps://www.spreaker.com/episode/s3e05-on-converting-volunteer-roles-into-permanent-positions--19607334https://api.spreaker.com/episode/19607334Tue, 22 Oct 2019 06:10:44 +0000Tom GalvinSome organizations encourage or rely upon volunteers to supplement its mission or activities. Occasionally, the organization finds that the voluntary efforts are so essential to its purpose that it decides to create a new permanent position to perform...1111change,employment,insourcing,labour,leadership,management,organization,permanent,voluntarycleanfullhttps://www.spreaker.com/episode/s3e04-on-asking-the-big-questions--19546360
This is a troublesome question for some, as ordinary academic pressures push us scholars to the culture of narrow questions, staying within our chosen field and communicating primary with those who are like-minded. I take a completely different view — happily pursuing topics that I have little to no prior experience in, so long as there’s a tether back to something about organizations. That’s because of my BIG question … my primary quest that drove me to enter a doctoral program at such a late age. What is that BIG question? Listen and find out!]]>https://api.spreaker.com/episode/19546360Thu, 17 Oct 2019 06:57:56 +0000Tom GalvinWhen one embarks on a career as a professional or a scholar, it is commonly spurred by a desire to make a significant contribution to society, through personal service (such as medicine or law) or helping solve a vexing problem. We want to ‘make a...
This is a troublesome question for some, as ordinary academic pressures push us scholars to the culture of narrow questions, staying within our chosen field and communicating primary with those who are like-minded. I take a completely different view — happily pursuing topics that I have little to no prior experience in, so long as there’s a tether back to something about organizations. That’s because of my BIG question … my primary quest that drove me to enter a doctoral program at such a late age. What is that BIG question? Listen and find out!]]>1169academia,inquiry,knowledge,questions,reflection,researchcleanfullhttps://www.spreaker.com/episode/s3e03-how-a-loser-turned-into-a-winner--19387693
I use the recent example of the so-called ‘storm surge’ celebrations held by the National Hockey League’s Carolina Hurricanes 2018-2019 season to highlight an example of how a team mired in long-term mediocrity suddenly upped its profile. It’s an interesting story of turning an organization’s reputation around, but what does the literature tell us about how this might have occurred and whether or not such an apparent success can be replicated in some way by other organizations.]]>https://api.spreaker.com/episode/19387693Mon, 07 Oct 2019 13:33:42 +0000Tom GalvinBranding and brand equity is a competitive sport. No matter what type of organization, public or private, maintaining high brand equity is seen as important. Brand equity is defined in David Aaker’s book Managing Brand Equity as having five components...
I use the recent example of the so-called ‘storm surge’ celebrations held by the National Hockey League’s Carolina Hurricanes 2018-2019 season to highlight an example of how a team mired in long-term mediocrity suddenly upped its profile. It’s an interesting story of turning an organization’s reputation around, but what does the literature tell us about how this might have occurred and whether or not such an apparent success can be replicated in some way by other organizations.]]>1074brand,business,competitiveness,leadership,management,nhl,organization,reputationcleanfullhttps://www.spreaker.com/episode/s3e02-on-counternarratives--19291021
Counternarratives are narratives that exist primarily to “refute other narratives” harbored by organizations, societies, nations, or any other collective group. They often emerge as “stories … which offer resistance, either implicitly or explicitly, to dominant cultural narratives.” But while counternarratives are often viewed or discussed as adversarial entities, they can take many forms as I demonstrate in the analysis of a prominent military case study — the initial phases of establishing the U.S. Africa Command by the U.S. Department of Defense, 2006-2009. Some counternarratives were purely antagonistic, but other emerged from friendlier sources. The contrasts among the counternarratives at play should make us rethink the breadth of competitive stories used to challenge the mission, purpose, or identity of organizations.]]>https://api.spreaker.com/episode/19291021Mon, 30 Sep 2019 09:59:16 +0000Tom GalvinLast season, I talked about how narrative, as a construct, can represent either the full story of an organization or an intervention into it. But unfortunately, the organization’s own narrative is not the only version of the story. In a competitive...
Counternarratives are narratives that exist primarily to “refute other narratives” harbored by organizations, societies, nations, or any other collective group. They often emerge as “stories … which offer resistance, either implicitly or explicitly, to dominant cultural narratives.” But while counternarratives are often viewed or discussed as adversarial entities, they can take many forms as I demonstrate in the analysis of a prominent military case study — the initial phases of establishing the U.S. Africa Command by the U.S. Department of Defense, 2006-2009. Some counternarratives were purely antagonistic, but other emerged from friendlier sources. The contrasts among the counternarratives at play should make us rethink the breadth of competitive stories used to challenge the mission, purpose, or identity of organizations.]]>1113communication,conflict,counternarrative,identity,leadership,narrative,story,strategycleanfullhttps://www.spreaker.com/episode/s3e01-planned-change-and-the-story-of-the-four-commanders--19116752
In this episode, I apply a book chapter by Robert Chin and Kenneth Benne to show that all strategies have strengths and vulnerabilities. The moral of the 'Story of the Four Commanders' is to mitigate the vulnerabilities.]]>https://api.spreaker.com/episode/19116752Mon, 16 Sep 2019 14:16:48 +0000Tom GalvinThere is more than one way to accomplish a goal -- indeed, Katz and Kahn gave this concept a name – equifinality. But some organizations find themselves routinely switching change strategies, especially those that turn over leadership routinely. They...
In this episode, I apply a book chapter by Robert Chin and Kenneth Benne to show that all strategies have strengths and vulnerabilities. The moral of the 'Story of the Four Commanders' is to mitigate the vulnerabilities.]]>1144business,change,equifinality,leadership,management,organization,strategycleanfullhttps://www.spreaker.com/episode/s2e10-weather-and-the-desirability-of-work-location--17562425
My experience in organizations where members are forced to move routinely, is that climate factors can weigh very heavily and locations can be separated into 'preferred' and, well, 'not preferred.' To what extent does this knowledge weigh on the minds of those at preferred or non-preferred locations? Or in making moves with career implications?]]>https://api.spreaker.com/episode/17562425Sat, 20 Apr 2019 22:00:10 +0000Tom GalvinWhenever a job opportunity opens at a distant location, a factor that may be taken into consideration is the climate. Not just the organizational climate on the job, but the climate outside. Maybe it isn't so much of a concern for the potential...
My experience in organizations where members are forced to move routinely, is that climate factors can weigh very heavily and locations can be separated into 'preferred' and, well, 'not preferred.' To what extent does this knowledge weigh on the minds of those at preferred or non-preferred locations? Or in making moves with career implications?]]>1053geography,labor,labour,leadership,location,management,organization,workcleanfullhttps://www.spreaker.com/episode/s2e09-how-to-stop-doing-something--17562220
This tendency to ignore the need for stopping -- whether it means breaking a bad habit or interrupting an organization's process--does a disservice to organizations and their change agents. It increases the chances of change fatigue because the effects of change efforts simply accumulate. In other words, we're adding more work without enough reward. But stopping something can leave a trail of destruction in its wake -- the second order effects of stopping can be great. In this episode, I use theories of de-institutionalization to offer ideas and approaches to effect change by stopping something.]]>https://api.spreaker.com/episode/17562220Sun, 14 Apr 2019 22:00:03 +0000Tom GalvinWhen we discuss change and change management, the emphasis tends to be placed on ‘starting’ something or ‘creating’ something. But in my experience, the creation of something often must accompany the ‘destruction’ of something else – like the breaking...
This tendency to ignore the need for stopping -- whether it means breaking a bad habit or interrupting an organization's process--does a disservice to organizations and their change agents. It increases the chances of change fatigue because the effects of change efforts simply accumulate. In other words, we're adding more work without enough reward. But stopping something can leave a trail of destruction in its wake -- the second order effects of stopping can be great. In this episode, I use theories of de-institutionalization to offer ideas and approaches to effect change by stopping something.]]>989change,creation,creativity,deinstitutionalisation,innovation,institution,institutionalisation,management,organization,reflectioncleanfullhttps://www.spreaker.com/episode/s2e08-profanity-with-a-purpose--17562188
Is there a right or wrong in all this? Does cursing have a real purpose? Has it evolved over time? I address these questions with the help of some literature on cursing and my own experiences listening to how profanity is used among different levels or types of organization. It is a complex topic because there are multiple purposes for cursing, each reflecting different norms and have different effects on others.]]>https://api.spreaker.com/episode/17562188Sun, 07 Apr 2019 17:56:50 +0000Tom GalvinIf you are like me, you don't like to hear profanity, and find it difficult hearing conversations where curse words are flowing from people's mouths like water. Cursing, swearing, cussing, whatever it is called -- it has a long history, and for some...
Is there a right or wrong in all this? Does cursing have a real purpose? Has it evolved over time? I address these questions with the help of some literature on cursing and my own experiences listening to how profanity is used among different levels or types of organization. It is a complex topic because there are multiple purposes for cursing, each reflecting different norms and have different effects on others.]]>1186cursing,language,management,media,organization,reflections,social,sociolinguistics,swearing,workcleanfullhttps://www.spreaker.com/episode/s2e07-on-bridging-political-division--17496337
One must first ask whether it really is a problem, and then what can one do? For me, the challenge is that neutrality — which can be described in many ways as I show in this episode — must serve a purpose and provide a benefit over taking one political side or the other. In a world that does not consider neutrality to be an honorable stance to take, this is difficult. But we must start somewhere…]]>https://api.spreaker.com/episode/17496337Mon, 01 Apr 2019 09:39:19 +0000Tom GalvinWhile some may view the current state of political division in many parts of the world as new and disturbing, it merely follows a trend that has spanned decades. That doesn’t make it OK, it merely suggests that the deepening divide between those on...
One must first ask whether it really is a problem, and then what can one do? For me, the challenge is that neutrality — which can be described in many ways as I show in this episode — must serve a purpose and provide a benefit over taking one political side or the other. In a world that does not consider neutrality to be an honorable stance to take, this is difficult. But we must start somewhere…]]>1176dialogue,leadership,management,organization,reflectioncleanfullhttps://www.spreaker.com/episode/s2e06-perils-of-pursuing-efficiency--17286150
In this episode, I concentrate on a specific conundrum facing public sector organizations -- in which decisions made to achieve efficiencies in operations often pursue improvements in technical efficiency (the government equivalent of productive efficiency based on per-transaction costs of delivering government services) when the real efficiencies are likely found in improving allocative efficiency, despite the problems this may cause as discussed in the sidecast. What is the conundrum, and how can decision makers get beyond the easy path of measuring only what is measurable and make the hard calls on the nature and levels of service provided?]]>https://api.spreaker.com/episode/17286150Mon, 11 Mar 2019 09:08:38 +0000Tom GalvinIn a sidecast for the main Talking About Organizations Podcast, I presented several different meanings of ‘efficiency’ and how the pursuit of each creates different behaviors in organizations – including how organizations measure their own...
In this episode, I concentrate on a specific conundrum facing public sector organizations -- in which decisions made to achieve efficiencies in operations often pursue improvements in technical efficiency (the government equivalent of productive efficiency based on per-transaction costs of delivering government services) when the real efficiencies are likely found in improving allocative efficiency, despite the problems this may cause as discussed in the sidecast. What is the conundrum, and how can decision makers get beyond the easy path of measuring only what is measurable and make the hard calls on the nature and levels of service provided?]]>1148administration,business,efficiency,management,organizationcleanfullhttps://www.spreaker.com/episode/s2e05-the-price-of-leadership--17216826
Contrast this with other situations in which the leader is essentially protected from harm, either because of organizational culture or presiding checks and balances that constrain leaders' actions. Not all circumstances demand that the leaders take personal sacrifices but leadership and personal responsibility do not always seem to be aligned. To what extent does this create problems between leaders and the led?]]>https://api.spreaker.com/episode/17216826Mon, 04 Mar 2019 10:34:36 +0000Tom GalvinTaking on leadership positions often involves the acceptance of personal risk. There is no finer example of this than the opening vignette to this episode where I found myself reading through an exhibit depicting a line of national leaders over a...
Contrast this with other situations in which the leader is essentially protected from harm, either because of organizational culture or presiding checks and balances that constrain leaders' actions. Not all circumstances demand that the leaders take personal sacrifices but leadership and personal responsibility do not always seem to be aligned. To what extent does this create problems between leaders and the led?]]>1203business,change,leadership,management,organization,responsibilitycleanfullhttps://www.spreaker.com/episode/s2e04-on-organizational-narratives--17156705https://api.spreaker.com/episode/17156705Tue, 26 Feb 2019 09:03:36 +0000Tom GalvinA prominent scholar and practitioner in strategic communication said to a conference of military communication specialists, "The enemy is fast, flexible, and more attuned to the cultures where they operate. We talk Narrative, but Narrative is where...1036business,communication,culture,management,narrative,organization,strategycleanfullhttps://www.spreaker.com/episode/s2e03-the-first-viral-message--17070291
Fast forward to today, and social media is now viewed with a lot more skepticism due to tensions with governments, concerns over information assurance and individual privacy, and a splintering of the movement -- platforms coming and going and extraordinary efforts needed by individuals to keep up with all the latest apps (and avoid the latest pitfalls).

In 2011, articles were being written that compared the Arab Spring to the Protestant Reformation, when Martin Luther's 95 Theses were spread worldwide in a short time and brought about a challenge to the dominance of the Catholic Church. In this episode, I take that story a century and a half further and suggest that the rest of the story of the Reformation has lessons for today.]]>https://api.spreaker.com/episode/17070291Mon, 18 Feb 2019 00:31:28 +0000Tom GalvinI believe sometimes we are too quick to jump on bandwagons and assume that something changing in society is going to move forward unabated, when in my experience societal change often spurs countering movements (that is, once retrenchment of the...
Fast forward to today, and social media is now viewed with a lot more skepticism due to tensions with governments, concerns over information assurance and individual privacy, and a splintering of the movement -- platforms coming and going and extraordinary efforts needed by individuals to keep up with all the latest apps (and avoid the latest pitfalls).

In 2011, articles were being written that compared the Arab Spring to the Protestant Reformation, when Martin Luther's 95 Theses were spread worldwide in a short time and brought about a challenge to the dominance of the Catholic Church. In this episode, I take that story a century and a half further and suggest that the rest of the story of the Reformation has lessons for today.]]>1046bandwagon,management,media,reflection,reformationcleanfullhttps://www.spreaker.com/episode/s2e02-how-to-write-a-vision-statement--17001274
Surprisingly, perhaps, I've seen some good ones that were effective and a few that qualified as great -- spurring on the desired transformational changes. But what made them successful had a lot to do with how one defines a vision. As you will see in this episode, I advocate for what I call visions of action that describe how the future organization behaves rather than what it merely looks like. I also introduce some approaches I use with students to help them write vision statements.]]>https://api.spreaker.com/episode/17001274Sun, 10 Feb 2019 09:43:02 +0000Tom GalvinOh, the ‘Vision’ thing! Consultants and leaders talk a lot about the value and importance of vision to foster change. According to popular change management literature, good vision statements must be simple, inspiring, awesome. And yet there are...
Surprisingly, perhaps, I've seen some good ones that were effective and a few that qualified as great -- spurring on the desired transformational changes. But what made them successful had a lot to do with how one defines a vision. As you will see in this episode, I advocate for what I call visions of action that describe how the future organization behaves rather than what it merely looks like. I also introduce some approaches I use with students to help them write vision statements.]]>1078business,change,culture,identity,management,organization,reflections,statement,visioncleanfullhttps://www.spreaker.com/episode/s2e01-the-face-of-the-franchise--16930200
And then there is the leader as 'celebrity,' as one whose public presence goes beyond what is typically associated with serving in a leadership position. Steve Jobs may be the best contemporary example as he exemplified more than Apple but he evoked a spirit of innovation. I served for leaders who were similarly thrust into the spotlight (generally unwillingly) and whose name became somewhat of a brand. In this episode, I explore the question as to whether this is good or bad (or even if such measures apply), and when.]]>https://api.spreaker.com/episode/16930200Sat, 02 Feb 2019 23:00:10 +0000Tom GalvinThe myth of the heroic leader – the original leader archetype, reinforced by modern bureaucracy! Although some leadership scholars view the archetype with skepticism, there are instances where the presence of someone in a leadership position is...
And then there is the leader as 'celebrity,' as one whose public presence goes beyond what is typically associated with serving in a leadership position. Steve Jobs may be the best contemporary example as he exemplified more than Apple but he evoked a spirit of innovation. I served for leaders who were similarly thrust into the spotlight (generally unwillingly) and whose name became somewhat of a brand. In this episode, I explore the question as to whether this is good or bad (or even if such measures apply), and when.]]>1072business,celebrity,fame,leadership,management,reflectionscleanfullhttps://www.spreaker.com/episode/s1e10-reveling-in-the-holiday-spirit--16487580https://api.spreaker.com/episode/16487580Sun, 16 Dec 2018 11:01:14 +0000Tom GalvinTo close my first season of this podcast, I wanted to focus on something beyond the boundaries of organization. The Christmas season--traditional celebrated through December and into early January--marks the end of the calendar year and provides...991christmas,europe,holidays,management,organizations,traditionscleanfullhttps://www.spreaker.com/episode/s1e09-organizational-commitment-to-members-revisited--16420965
Well, I gave my views some additional thought. Not that my views of Milton Hershey had changed (they have not), but that the idea that organizations have some sort of innate responsibility to provide for its members was too simplistic. There was more to the story -- and that individuals, organizations, and societies had to be considered in the conversation. But in what way?]]>https://api.spreaker.com/episode/16420965Sun, 09 Dec 2018 00:45:24 +0000Tom GalvinSometimes reflection can help bring about new insights on an old problem -- and cause one to rethink one's own view. In this episode, I revisit my own sidecast with the Talking About Organizations Podcast from earlier in this year. Titled Milton...
Well, I gave my views some additional thought. Not that my views of Milton Hershey had changed (they have not), but that the idea that organizations have some sort of innate responsibility to provide for its members was too simplistic. There was more to the story -- and that individuals, organizations, and societies had to be considered in the conversation. But in what way?]]>1000business,commitment,culture,employees,hershey,kunda,labor,management,organization,welfarecleanfullhttps://www.spreaker.com/episode/s1e08-are-we-too-busy-to-learn--15953914
One clear answer is instituting reflection in one's professional life. Reflective thinking, reflective writing, reflective organizing are all possible if one can make them habits. Starting with the diaries of Eisenhower, I show how important reflection is and introduce several ideas and methods proposed by organizational scholars and practitioners. (This podcast series is about reflection as well...).]]>https://api.spreaker.com/episode/15953914Sat, 01 Dec 2018 23:10:06 +0000Tom GalvinOne of my dissertation subjects told a story about graduating from the War College and going to the new assignment, and on the first day was effectively told that what was learned would not be useful. The exigencies of the moment would consume all...
One clear answer is instituting reflection in one's professional life. Reflective thinking, reflective writing, reflective organizing are all possible if one can make them habits. Starting with the diaries of Eisenhower, I show how important reflection is and introduce several ideas and methods proposed by organizational scholars and practitioners. (This podcast series is about reflection as well...).]]>1117learning,management,organization,perspective,reflectioncleanfullhttps://www.spreaker.com/episode/s1e07-leadership-terminal-illness-and-organizational-grace--15953920
Now that I am older, this episode carries much more meaning. Searching for a term to describe how the members of the organization responded, I came to use the term grace. Grace is typically associated with religion, but is also defined non-religiously as “the condition or fact of being favored.” But grace is normally thought of as an characteristic of the individual. In this episode, I tell my story and explore the idea of grace at the organizational level.]]>https://api.spreaker.com/episode/15953920Sat, 24 Nov 2018 23:00:06 +0000Tom GalvinI read an interesting article some years back in which a consultant described the experience of his client's passing, and how he had to cope with the situation--both within himself and regarding his relationship with the organization. It was...
Now that I am older, this episode carries much more meaning. Searching for a term to describe how the members of the organization responded, I came to use the term grace. Grace is typically associated with religion, but is also defined non-religiously as “the condition or fact of being favored.” But grace is normally thought of as an characteristic of the individual. In this episode, I tell my story and explore the idea of grace at the organizational level.]]>905business,change,death,grace,leadership,management,organization,politics,transitioncleanfullhttps://www.spreaker.com/episode/s1e06-is-there-really-nothing-so-practical-as-a-good-theory--15953917
In this talk, I argue the latter -- mainly that we are being misled by the very metaphors we use to describe the differences between theory and practice. I offer a different metaphor from the 'gap.' This alternative metaphor -- that of the 'rheostat' -- suggests some theories are simply not meant to be practical, but they are still good theories. Meanwhile, the inverse is also true in that certain matters of practice have little business being theorized. Below is a graphic, referenced in the episode, that shows how the rheostat metaphor works.]]>https://api.spreaker.com/episode/15953917Mon, 19 Nov 2018 09:13:45 +0000Tom GalvinKurt Lewin famously said “There is nothing so practical as a good theory.” In the past two decades, this quote has been cited hundreds if not thousands of times in the literature, but in recent years there has been renewed attention to the problems of...
In this talk, I argue the latter -- mainly that we are being misled by the very metaphors we use to describe the differences between theory and practice. I offer a different metaphor from the 'gap.' This alternative metaphor -- that of the 'rheostat' -- suggests some theories are simply not meant to be practical, but they are still good theories. Meanwhile, the inverse is also true in that certain matters of practice have little business being theorized. Below is a graphic, referenced in the episode, that shows how the rheostat metaphor works.]]>1115business,lewin,management,organization,practice,theorycleanfullhttps://www.spreaker.com/episode/s1e05-anchoring-on-the-pilot--15953916https://api.spreaker.com/episode/15953916Sat, 10 Nov 2018 23:00:09 +0000Tom GalvinInitiating change is already a big challenge, with all the resistance that change agents face and so on. Therefore, popular change management literature places tremendous emphasis on gaining forward momentum through early successes or quick 'wins'...1060business,change,management,organization,pilot,transformationcleanfullhttps://www.spreaker.com/episode/s1e04-crafting-a-change-story--15953915
My proposed answer is the change story, in which the analysis of the organization's problem is connected to choices between the current path which leads to a degradation of performance and an alternate path representing a decision for change leading to a vision. Writing such a story, however, is not so easy.]]>https://api.spreaker.com/episode/15953915Sat, 03 Nov 2018 23:00:14 +0000Tom GalvinWe talk about change quite a lot, and have an incredible array of tools at our disposal. But how complete are these tools and how much is left for us to figure out. For example, a common thread in popular change management literature is the need to...
My proposed answer is the change story, in which the analysis of the organization's problem is connected to choices between the current path which leads to a degradation of performance and an alternate path representing a decision for change leading to a vision. Writing such a story, however, is not so easy.]]>1115business,change,leadership,management,organization,stories,storytellingcleanfullhttps://www.spreaker.com/episode/s1e03-is-competitive-advantage-a-real-thing--15953918
On the other hand, if the term is meaningful, then how can one use ‘competitive advantage’ as a construct to make convincing arguments about the need for change? Several have tried, but those efforts have not always borne fruit.]]>https://api.spreaker.com/episode/15953918Sun, 28 Oct 2018 08:49:14 +0000Tom Galvin‘Competitive advantage‘ is one of those terms that I have puzzled over. It is used so often that I know people believe it means something, but it is rarely defined in practice. Scholars have attempted to derive formulas for it, but do those formulas...
On the other hand, if the term is meaningful, then how can one use ‘competitive advantage’ as a construct to make convincing arguments about the need for change? Several have tried, but those efforts have not always borne fruit.]]>1156business,competition,critique,leadership,management,strategycleanfullhttps://www.spreaker.com/episode/s1e02-could-remembering-history-become-mis-remembering--15953876
Using one European and one American location, each of which I have visited and enjoyed many times, I hope to explain the potential impacts on organizations in general. Misremember the history and risk losing the identity!]]>https://api.spreaker.com/episode/15953876Sat, 20 Oct 2018 22:00:27 +0000Tom GalvinAn important part of an organization’s identity is its ties to the past, claims of temporal continuity as they are known. One type of organization that plays up its enduring historical characteristics are governments at the national, state, or local...
Using one European and one American location, each of which I have visited and enjoyed many times, I hope to explain the potential impacts on organizations in general. Misremember the history and risk losing the identity!]]>1079business,change,history,identity,leadership,management,memory,organization,remeberingcleanfullhttps://www.spreaker.com/episode/s1e01-why-transformational-change-may-seem-doomed-to-fail--15953875
In this inaugural episode, I argue that the answer to the second question is probably 'yes,' which makes the first question irrelevant. The design, functions, or behaviors of certain organizations carry persistent tensions that can be paradoxical in nature, such that any transformational change triggers opposition that is invested in one side of the tension or the other. Along with being a natural source of resistance, how might such tensions color the way members assess the success or failure of change, particularly when it is easier to level claims of failure? I will use military organizations as my example, also as a way of contrasting some ways that such organizations differ from private sector or other forms of public sector firms.]]>https://api.spreaker.com/episode/15953875Sat, 13 Oct 2018 22:05:23 +0000Tom GalvinThe story goes that 70% of all change efforts fail, which means I’m sure many of you have experienced transformational change that failed to achieve its goals. While we can debate the precision of the figure but no doubt it is high. But is it really...
In this inaugural episode, I argue that the answer to the second question is probably 'yes,' which makes the first question irrelevant. The design, functions, or behaviors of certain organizations carry persistent tensions that can be paradoxical in nature, such that any transformational change triggers opposition that is invested in one side of the tension or the other. Along with being a natural source of resistance, how might such tensions color the way members assess the success or failure of change, particularly when it is easier to level claims of failure? I will use military organizations as my example, also as a way of contrasting some ways that such organizations differ from private sector or other forms of public sector firms.]]>1075business,change,leadership,management,organization,paradox,perspectivecleanfullhttps://www.spreaker.com/episode/s1e00-who-am-i-and-why-do-i-want-to-talk-to-you--15953874
What have I learned, and therefore how do I approach matters of scholarship and practice? That is the subject of this episode. I hope you enjoy it!]]>https://api.spreaker.com/episode/15953874Sat, 13 Oct 2018 22:00:28 +0000Tom GalvinIn this special episode I go beyond the curriculum vitae kinds of things and tell you about my life history, and my background shapes the stories and ideas I wish to share in this podcast. I am retired military officer who pursued his doctorate late...
What have I learned, and therefore how do I approach matters of scholarship and practice? That is the subject of this episode. I hope you enjoy it!]]>1013army,business,introduction,management,organization,reflectionscleanfull